Learning to lead: Navigating competing expectations helps new managers build stronger teams

Becoming a team leader involves more than just taking on additional responsibilities. It requires navigating conflicting expectations, according to research from Texas A&M University. New leaders are often asked to be readily available for their team and clients, yet also need dedicated time for their own complex tasks. They must exude confidence while continuing to learn, and assume ownership of their work while acknowledging that others hold the final decision-making power.

The challenge lies in managing these competing demands simultaneously. In a study of 45 audit senior associates at major U.S. accounting firms, researchers Emily Blum and Kris Hoang discovered that no single expectation is overwhelming in isolation. Rather, the difficulty arises from trying to meet all of them concurrently. These young professionals are burdened with performing intricate analyses, supervising junior staff, and interfacing with executives, clients, and support teams.

One key tension identified by Blum is balancing immediate requirements with work that demands sustained concentration. New leaders may feel compelled to respond instantly to client and team needs while simultaneously finding time for the deep, focused thinking required by their own responsibilities. They are also expected to appear confident despite still developing their skills, and exercise independent judgment while deferring to more senior leaders. These conflicting expectations can create an overwhelming experience.

However, Blum emphasizes that these tensions cannot be resolved by simply prioritizing one responsibility over another. Focusing solely on immediate team needs may impede completion of personal work, while ignoring those needs to concentrate on one's own tasks could negatively impact team performance. Balancing trade-offs is crucial because as employees progress, competing demands persist and can carry greater stakes later in their careers.

The study found that some individuals learned to navigate these competing expectations through effective communication, prioritization, and intentional work habits. For instance, one professional sought guidance from a supervisor to reorganize priorities, reframing the request as a skillful management of workload rather than an inability to handle the responsibilities.

Blum suggests that new leaders often struggle either by asserting themselves prematurely or by withdrawing too much, both of which may feel comfortable but ultimately undermine their effectiveness.